Accountabilities

Framework Element

Yes

No

Comment/Explanation

2. Principle: Clear accountabilities are established
2.1. Are overall departmental accountabilities for the project defined in a Project Charter?      
2.2. Is senior management of the department taking an active role in overseeing and monitoring the project?      
2.3. Is there a project sponsor responsible for ensuring that the department understands the value and importance of the project and, ultimately, for realizing the benefits predicted for the project? (The project sponsor is typically a senior official in the organization responsible for the business function that the project will support.)      
2.4. Is there a project leader who has overall responsibility for the project and is accountable for all external and internal aspects of it? (The project leader is typically a senior departmental official.)      
2.5. Is there a project manager who has specific accountability for achieving all of the defined project objectives within the time and resources allocated? (The project manager performs the day to day management of the project. Without diluting the responsibility of the overall project manager, he or she may be supported by one or more deputy or assistant project managers who have similar responsibilities over specific portions or sub-projects of the overall project.)      
2.6. Have the specific responsibilities and obligations of these 3 key project officials, as well as others who may share responsibility for the successful delivery of the project, been documented in a formal project charter?      
2.7. Has the project manager ensured that the project team has all the necessary competencies required by the project?      
2.8. Is each sub-project directly managed by a Crown deputy project manager?      
2.9. Are all core project management responsibilities and functions performed by Crown management? (includes core functions associated with managing & controlling project plan, scope, time, cost, quality, risk, human resources, procurement, contract & communications)      
2.10. If it has been necessary to outsource any core project management functions, are they being acquired from a supplier other than that involved in the primary development contract?      

Where there are several departments involved in the delivery of a project ...

     
2.11. do all departments involved understand and agree with all of the other departments' objectives, roles and levels of participation?      
2.12. are the above documented in memoranda of understanding or a project charter signed by senior officials of each department?      
2.13. has each department established a project management structure for their part of the project?      
2.14. has the designated lead department established an overall project office, separate from its project team, with an overall project sponsor, project leader and project manager staffed at a sufficiently senior level to be able to intercede at the appropriate level in the participating departments?      
For projects to which another department has attached requirements such as regional economic benefits...      
2.15. have both departments reached a formal concensus on the degree to which these requirements are achievable without compromising the successful completion of the project?      
2.16. is there a process whereby a department can obtain relief from the imposed obligations on presentation of evidence that the obligations cannot be met without compromising the success of the project?      
2.17. where the department setting the requirements has operational responsibilities in the area of the requirements, has that department committed to help meet those requirements through a memorandum of understanding?      
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